netrashetty
Netra Shetty
Arryx, Inc. develops tools and technology for manipulation and measurement on the micro and nano lengthscales. Arryx's technology and products center around optical trapping. They specialize in holographic optical trapping, a technique for creating and moving many optical traps at once. Their technology is commercialized in the form of a flagship research tool, the BioRyx 200 optical trapping system. Arryx has investigated the application of the technique to an array of problems in different fields including telecommunications, agriculture, healthcare, basic research, and forensics.
Arryx was founded in the fall of 2000, based on technology invented at the University of Chicago by Professor David Grier and his student Eric Dufresne a couple years earlier. Their BioRyx 200 system was released in early 2002 and won an R&D 100 Award later that year. An IR version of the system was released in 2004 for broader application to biological systems, with support of additional imaging methods including fluorescent microscopy.
In July 2006, Arryx was acquired by Haemonetics, with whom they had an ongoing partnership. Their announcement states that Arryx personnel and operations will remain in Chicago. They continue to support and expand their product line of research instruments, based around the BioRyx 200, as they pursue development of the underlying holographic optical trapping technologies and applications of that technology in various markets.
Human resource development or HRD has served the needs of different organizations in order to provide the employees with the updated knowledge, skills and expertise (Torraco & Swanson 1995, p. 10). It is also considered as a dynamic as well as evolving field in the business world (Gilley & Eggland 1998, p. 2). Thus, strategic human resource development involves the processes of introducing, eliminating, modifying, directing and guiding different process in a way that all individuals as well as groups are all equipped with the different skills, knowledge as well as competencies that they require in order to commence on the current and future tasks that are required by the organization .
The basic aim of HRD is to improve the resource capability with accordance to the belief that the human capital of a given organization is considered as the major source of competitive advantage. Thus, it is considered as the way of ensuring that the right quality people are available in order to meet the present as well as future needs of the organization, and this can be achieved by the process of producing a logical and complete framework for the process of developing the people. In addition, it can also help to develop the entire intellectual capital, at the same time encourage the organizational, group and individual learning by creating a learning culture and an environment that will help to encourage the employees to learn and develop their knowledge in systematic manner (Armstrong 2006, p. 534). Moreover, it ensures that the people continue to add value to an organization in a changing business environment, uphold and continue their motivation and interest to their work, and perform in a way that they support the strategic objectives of the organizations (Loosemore & Dainty 2003, p. 253).
There are different strategies that are connected with the HRD such as: to raise awareness of the need for a learning culture that will help to ensure continuous improvement; develop the competence of the managers in order to become involved in the learning process in active manner that can help to create knowledge; expand the capacity of the entire organization in terms of learning; focus on all the knowledge workers of the organization, not just on the key personnel; and control and support the e-learning to the knowledge sharing as well as knowledge creation (Armstrong 2006, p. 536).
The function of HRD has long been relied in order to support a wide and extensive range of business objectives that involve knowledgeable and capable employees. It is important to consider that business objectives are almost as diverse in terms of nature just like the wide varieties of the organizations that tackle them. In addition, business objectives can extend from short to long term time frames, and can focus on the broad business issues as well as more specific issues. Thus the underlying principle in applying HRD interventions in order to support the objectives of the business is straightforward. This is due to the fact that the process of enhancing the expertise of the employee with the application of HRD can help to increase the possibility that the objective of the business will be achieved
INTERVIEWS:
They prefer STRUCTURED INTERVIEWS in which they prefer questions regarding family background, work experience and interpersonal skills.
METHODS OF INTERVIEWS:
ONE-ON-ONE INTERVIEW-Applicant meets one by one with the interviewer.
Interview process takes place as follows:
• INITIAL BRANCH LEVEL INTERVIEW-Branch manager takes such interviews mainly to select the localites who are best suited for the job.
• REGIONAL BRANCH INTERVIEW-Regional branch manager takes the interview & his decision to select or reject the candidate is final.
(A) TRAINING FOR NEW RECRUITS
- CORPORATE RECRUITS
1). AT THE ADMIN DEPT.
1st Day: -
The training for the new recruits starts with a rather informal meetings and visits at company premises to get a feel of the place where they are supposed to put in long hours of work. They observe the working system and conditions. The flow of work and other minute details employee can observe and get acquainted with the entire place.
2nd Day: - (Product training)
-The recruits are called upon by the Department head and HR manager in the conference room for imparting the entire product knowledge.
-The detailed handouts of company’s products is given to the employee and are expected to have a fair knowledge of the entire product range of company.
-Handout regarding the RULES AND REGULATIONS AT THE COMPANY is given to them.
-Recruits are expected to learn about products and company’s strategies for them, as home work.
3rd Day: -
-Then an informal cross–checking is carried out as to what the employee has absorbed in a short period.
-Inter-department responsibilities are delegated to them to limited extent to enable them to get feel of the real job.
- This entire process goes on for a week, after which they are taken to site of manufacturing- WORKS.
2). AT THE WORKS. (SITE)
-After a week’s training at the Administration Office, the new recruits are in for a weeks training at the PLANT’S site.
- The employees are taken to company’s plant site at SANTEJ, where various products section like
PLATE MILL
ROLL MILL
FLAT MILL
QUALITY CONTROL
STAKE MILL
CAPRI POWER PLANT
SLAB CASTER
CONE CASTER
Along with the CRM and HRM departments
- An overview of the entire process right from procurement of raw materials to sales is given to recruits along with knowledge of wide range of products that don the honors for.
- They are also arranging meetings with department heads and other seniors with the new recruits.
- The company feels, all this will help the employee to learn to build interpersonal relationships.
Thus an exhaustive training period of at least 15 days even to the employees of corporate office ensures that they are fully aware of the company as a whole, they are working for. This also helps to build the image of the organization as each and every employee of the company has a considerable knowledge of its products and processes.
Arryx was founded in the fall of 2000, based on technology invented at the University of Chicago by Professor David Grier and his student Eric Dufresne a couple years earlier. Their BioRyx 200 system was released in early 2002 and won an R&D 100 Award later that year. An IR version of the system was released in 2004 for broader application to biological systems, with support of additional imaging methods including fluorescent microscopy.
In July 2006, Arryx was acquired by Haemonetics, with whom they had an ongoing partnership. Their announcement states that Arryx personnel and operations will remain in Chicago. They continue to support and expand their product line of research instruments, based around the BioRyx 200, as they pursue development of the underlying holographic optical trapping technologies and applications of that technology in various markets.
Human resource development or HRD has served the needs of different organizations in order to provide the employees with the updated knowledge, skills and expertise (Torraco & Swanson 1995, p. 10). It is also considered as a dynamic as well as evolving field in the business world (Gilley & Eggland 1998, p. 2). Thus, strategic human resource development involves the processes of introducing, eliminating, modifying, directing and guiding different process in a way that all individuals as well as groups are all equipped with the different skills, knowledge as well as competencies that they require in order to commence on the current and future tasks that are required by the organization .
The basic aim of HRD is to improve the resource capability with accordance to the belief that the human capital of a given organization is considered as the major source of competitive advantage. Thus, it is considered as the way of ensuring that the right quality people are available in order to meet the present as well as future needs of the organization, and this can be achieved by the process of producing a logical and complete framework for the process of developing the people. In addition, it can also help to develop the entire intellectual capital, at the same time encourage the organizational, group and individual learning by creating a learning culture and an environment that will help to encourage the employees to learn and develop their knowledge in systematic manner (Armstrong 2006, p. 534). Moreover, it ensures that the people continue to add value to an organization in a changing business environment, uphold and continue their motivation and interest to their work, and perform in a way that they support the strategic objectives of the organizations (Loosemore & Dainty 2003, p. 253).
There are different strategies that are connected with the HRD such as: to raise awareness of the need for a learning culture that will help to ensure continuous improvement; develop the competence of the managers in order to become involved in the learning process in active manner that can help to create knowledge; expand the capacity of the entire organization in terms of learning; focus on all the knowledge workers of the organization, not just on the key personnel; and control and support the e-learning to the knowledge sharing as well as knowledge creation (Armstrong 2006, p. 536).
The function of HRD has long been relied in order to support a wide and extensive range of business objectives that involve knowledgeable and capable employees. It is important to consider that business objectives are almost as diverse in terms of nature just like the wide varieties of the organizations that tackle them. In addition, business objectives can extend from short to long term time frames, and can focus on the broad business issues as well as more specific issues. Thus the underlying principle in applying HRD interventions in order to support the objectives of the business is straightforward. This is due to the fact that the process of enhancing the expertise of the employee with the application of HRD can help to increase the possibility that the objective of the business will be achieved
INTERVIEWS:
They prefer STRUCTURED INTERVIEWS in which they prefer questions regarding family background, work experience and interpersonal skills.
METHODS OF INTERVIEWS:
ONE-ON-ONE INTERVIEW-Applicant meets one by one with the interviewer.
Interview process takes place as follows:
• INITIAL BRANCH LEVEL INTERVIEW-Branch manager takes such interviews mainly to select the localites who are best suited for the job.
• REGIONAL BRANCH INTERVIEW-Regional branch manager takes the interview & his decision to select or reject the candidate is final.
(A) TRAINING FOR NEW RECRUITS
- CORPORATE RECRUITS
1). AT THE ADMIN DEPT.
1st Day: -
The training for the new recruits starts with a rather informal meetings and visits at company premises to get a feel of the place where they are supposed to put in long hours of work. They observe the working system and conditions. The flow of work and other minute details employee can observe and get acquainted with the entire place.
2nd Day: - (Product training)
-The recruits are called upon by the Department head and HR manager in the conference room for imparting the entire product knowledge.
-The detailed handouts of company’s products is given to the employee and are expected to have a fair knowledge of the entire product range of company.
-Handout regarding the RULES AND REGULATIONS AT THE COMPANY is given to them.
-Recruits are expected to learn about products and company’s strategies for them, as home work.
3rd Day: -
-Then an informal cross–checking is carried out as to what the employee has absorbed in a short period.
-Inter-department responsibilities are delegated to them to limited extent to enable them to get feel of the real job.
- This entire process goes on for a week, after which they are taken to site of manufacturing- WORKS.
2). AT THE WORKS. (SITE)
-After a week’s training at the Administration Office, the new recruits are in for a weeks training at the PLANT’S site.
- The employees are taken to company’s plant site at SANTEJ, where various products section like
PLATE MILL
ROLL MILL
FLAT MILL
QUALITY CONTROL
STAKE MILL
CAPRI POWER PLANT
SLAB CASTER
CONE CASTER
Along with the CRM and HRM departments
- An overview of the entire process right from procurement of raw materials to sales is given to recruits along with knowledge of wide range of products that don the honors for.
- They are also arranging meetings with department heads and other seniors with the new recruits.
- The company feels, all this will help the employee to learn to build interpersonal relationships.
Thus an exhaustive training period of at least 15 days even to the employees of corporate office ensures that they are fully aware of the company as a whole, they are working for. This also helps to build the image of the organization as each and every employee of the company has a considerable knowledge of its products and processes.
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